CHAPTER I

BACKGROUND OF THE STUDY

Introduction

Professional development refers to continuing education and career training after

a person has entered the workforce in order to help them develop new skills, stay up-to-

date on current trends, and advance their career.

Many fields require professionals to participate in continuing education and

ongoing learning, sometimes as a prerequisite for keeping their job or to maintain their

license, designation, or certification. In these cases, the field likely has specific

continuing education (CE) or continuing professional education

(CPE) requirements which must be completed through an approved continuing education

provider.

Beyond continuing education, professional development can refer to many

different types of relevant educational or training opportunities relevant to the

professional’s work. Even when not required, many professionals who want to excel in

their career will voluntarily seek out professional development and learning

opportunities.

Law enforcement officers must continue developing and growing. They need to

stay cognizant of the latest crime trends; maintain proficiency in the use of tools,

weaponry, and tactics; and, over time, become familiar with more advanced topics.

Officers also must learn the lessons left behind by those who have fallen while

performing the same duties. Further, they have to prepare for the future.

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 Some agencies offer excellent educational opportunities, while others provide

only legally required training in such areas as firearms, use of force, and first aid. Either

way, the responsibility for growth rests on the individual, not the department. Officers

must take charge of their development. They need to create a plan with short- and long-

term goals and then identify and pursue training opportunities to meet their professional

needs. They should also pursue education related to law. Statutes change, legal

precedents get reversed, and new policies become implemented. For instance, when

conducting a vehicle search based on an overturned law, officers cannot avoid liability

simply because they did not receive notification of the change.

Nowadays, law enforcement faces challenges like never before. Increased

expectations exist at every level of police work. Modern-day officers, especially patrol

personnel, need expertise in many different subject areas. If in the previous decades

police officers are only required to write police reports handwritten or typewritten, today,

they are already required to encode it using laptops or Personal Computers. If they failed

to learn and be literate about computers this would cause a major problem in performing

their duties thus, may affect their work.

In the field of law enforcements, special fields such as Police photography,

forensic dactyloscopy, and Polygraph testing had evolved because new materials such as

digital camera, latest polygraph machines are already being used nowadays. If a police

officer refuse to continue their professional development, they will not be able to

effectively use the said materials. Thus, being updated and willing to learn new things for

professional development is essential in order to work effectively and efficiently.

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 In addition, with the advent of cyber world, where cyber bullying, libel and

hacking had been rampant, only a knowledgeable police officers can handle those cases

with ease and confidence, while those who are not, will have a hard time figuring out

what to do to solve the case.

Hence, being in service for the longest time is not a reason to not pursue

professional development. As the year changes, the world also change, and as the world

changes, everything is bound to change – the trends, technology, nature of works and so

on. Thus, one must be able to cope up with those changes in order to survive. In labor

force, it is only through professional development that you will be able to catch up to the

changing world.

This study will be conducted in order to have an idea on the professional

development of police officers in our locality, especially that most of them attend

trainings after trainings and that they are also given the chance to pursue postgraduate

education.

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Review of Related Literature

According to John De Muth, 2020, for a successful law enforcement career,

officers must take a proactive approach toward their professional development. They also

will enjoy benefits that extend beyond retirement. Many employees plan on a second

occupation, and training will help them find opportunities. Any education with universal

value can help prepare those seeking employment outside of law enforcement.

Officers must acquire training related to their immediate goals and long-term

needs. By complementing this strategy with a strong work ethic and large professional

network, they will have an outstanding foundation for exciting possibilities both during

their career and beyond.(De Muth, 2020)

PNP Training and Development is a strategic system aimed to develop and

improve staff performance and skills through an organized, innovative, and well-focused

program. PNP Trainings has two categories, namely: a.) Mandatory Career Course; and

b.) specialized training.( PNP MC No. 2017-016)

Mandatory Career Course - these are compulsory trainings required to

be undertaken by the PNP uniformed personnel in order to expand their

knowledge for better work performance and career development. They also serve

as regular trainings that will help refresh and enhance the knowledge of police

personnel on police matters as they prepare to assume the responsibilities of a

higher rank.

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 Specialized Training - these are training programs aimed at providing

members of the PNP, particularly uniformed personnel of the different NSUs and

PROs from headquarters down to the precinct levels, with essential knowledge

and specialized skills in the administrative, technical, and operational fields of

police service.

Out of 135 PNP ACG personnel, one hundred eleven (111) have undergone the

Introduction to Cybercrime Investigation Course (ICIC); 91 on Identification and Seizure

of Digital Evidence (ISDE); 89 on Introduction to Digital Forensics and Investigation

(IDFI); and 86 on Proactive Internet Investigation Course. Likewise, 67 personnel have

already completed the four basic “foundation” courses designed for this Group and

become a qualified “Cyber Cops”. For CY 2015, a total of four (4) unit training courses

have successfully been completed for this year namely: Introduction to Cybercrime

Investigation Course (ICIC); Identification and Seizure of Digital Evidence; Introduction

to Digital Forensics and Investigation; and Proactive Internet Investigation.( 2018 PNP

Anti-Cybercrime Group)

The Philippine National Police created a Directorate for Human Resource and

Doctrine Development to address the organization’s need for professional development.

The directorate is divided into three divisions which include the following:

 The Individual Training Program Division (ITPD) – further divided into 3

sections, namely: Foreign Training Section (FTS) which caters to training

programs offered to PNP personnel by foreign counterparts and stakeholders,

including foreign-sponsored in-country training programs; Local Training Section

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 (LTS) caters to all mandatory courses for PNP personnel for career development,

and facilitates those programs sponsored by other PNP units, other government

offices and private entities; Training and Education Information System (TEIS)

which was mandated to provide an information database for all the training

programs which a PNP personnel has undergone.

 The Unit Training Program Division (UTPD) – whose sections are as follows: In-

Service Training Section (ISTS) which formulates training curriculum to enhance

unit capability; Gender and Development/Moral Enrichment Program

(GAD/MEP), whose primary function is to formulate programs of instructions for

the conduct of GAD and moral recovery seminars; Physical Fitness and Sports

Development Section (PFSDS) supervises the conduct of Physical Fitness Test

semi-annually and formulates physical fitness and sports development program of

the PNP.

 The General Doctrine Development Division (GDDD) – has two sections:

Administrative Doctrine Section which formulates, develops and reviews

administrative doctrines and manual of the PNP; Operational Doctrine Section

which formulates, develops and reviews operational doctrines and manual of the

PNP.( http://dhrdd.pnp.gov.ph/)

The National Police Training Institute (NPTI) has played a major role in the

training of our country's policemen. Its long history can be traced from the year 1905,

four years after the Americans formally established the Philippine Constabulary for the

purpose of enforcing the law and maintaining peace and order.

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 The present PNTI evolved from the merger of the defunct Philippine

Constabulary Training Command in Camp General Mariano N Castaneda, Silang, Cavite

and the Integrated National Police Training Command in Camp General Vicente P. Lim

at Calamba City in Laguna. These two training schools were responsible for the training

and education of the PC and INP personnel, respectively. Their integration gave birth to

one organizational structure known as PC/INP Training Command that conformed with

the pressing need for a cohesively organized, better coordinated and better directed

service facility for the education and training of members of the PC/INP.

With the passage on December 13, 1990 of Republic Act 6975 creating the

Philippine National Police under a reorganized Department of the Interior and Local

Government, the PC/INP Training Command was renamed PNP Training Command and

became a primary component of the Philippine Public Safety College (PPSC). PPSC was

created to assume overall responsibility for the training, human resource development

and continuing education of all personnel of the Philippine National Police, Bureau of

Fire Protection, and Bureau of Jail Management and Penology. Subsequently, the PNP

Training Command was renamed Philippine National Police Training Center to Police

Training Center, and later on, Police National Training Institute as it is known today.

Police National Training Institute has its mission to provide continuing training

and human resource development programs for the uniformed personnel of the Philippine

National Police so that they may possess the knowledge, skills, attitudes and values

necessary in the exercise of their profession.( https://ppsc.gov.ph/)

7
 There are four levels of competence in a specific skill and each with a varying

degree of proficiency: (Borelli, 2011, para. 4)

Unconscious Incompetent: At this level, we quite literally do not know what

we do not know. We are very ignorant of a skill and our lack of mastery of it.

Conscious Incompetent: At this level, we have been taught about the

existence of a skill and how it is performed. However, we still are incapable

of performing it. We have just become aware of our lack of that skill.

Conscious Competent: At this level, we are able to successfully demonstrate

and complete a given skill with concentration and directed thought.

Unconscious Competent: At this level, the person can perform and

demonstrate a skill without conscious thought; the officer recognizes the

need to perform the skill and does so without consciously considering each

step.

Borelli (2010) elaborates on how we get officers trained at maximum efficiency

and proposes two ideas: spending training dollars and pushing the students. (para. 9)

Departments must never reduce their training funds to compensate for anything. This is

taking away the very essence of proper police work. If law enforcement officers do not

adequately train and regularly update that knowledge, then most officers will have a skill

proficiency at “conscious competent” with very few critical skills at the higher levels. At

a minimum, most of the police skills we use on a day-to-day basis must be at “conscious

competent” with the critical skills (firearms, defensive tactics, etc) being at “unconscious

competent.

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 A specific department can increase its services to the community and decrease its

vulnerabilities with an improved training curriculum. “The expectations for security

professionals have changed dramatically. If your training methods and protocols have not

kept pace, and if you have not updated your means of evaluating those procedures, then

your training program could prove more of a liability than an asset.” (Villines, 2011,

para. 3) Departmental training should be a fluid concept, meaning that it should adapt to

the times, change with laws and regulations, and updated regularly. A training program is

not set in stone. Constant training will improve officer conduct but also greatly develop

their interpersonal skills throughout the department by improving competence,

communications, and confidence. The idea focuses on moving the department forward

with a foundation of loyalties in its staff and officers. The officers, through training and

education, will see that their department is concerned about their future and taking

appropriate measures to mitigate workplace problems while on duty.

The agency itself will also see fewer complaints, improved and detailed reports

and documentation, and a higher degree of success with specialized services (crime scene

investigation, fingerprinting, field training officer programs, etc). This also gives the

department a chance to assess and evaluate what the needs are for the department. For

example, the department may see a group of officers interested in pursuing programs of

interest, which may entail the establishment of a new division. Even though this may

sound like more expenses for the department, it could lead to a much-improved and safer

workforce.

Lack of funds can be problematic as well. “Budgetary constraints can lead to

inadequate training and equipment, which can cause unsafe working conditions.” (Pittaro,
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2018, para. 1) Budget cuts within the department usually begin with training funds. Do

police departments really want to cut the lifeline for improving the officers’ future? With

today’s economy, police departments are cutting back due to reduced budgets. Pay raises

are taken away, holiday bonuses are cut, and sometimes days off are required without

pay. Agencies keep taking away from their officers and leaving them with the bare

minimum. Through all of this, if training is the last thing left for officers to look forward

to also disappears, where is the motivation now to “exceed expectations”? Inadequate

training, insufficient training hours, or “doing the minimum required” can lead to

interdepartmental problems such as low morale, ineffective and inefficient staff, and open

the door to liabilities. Not only does this affect the department but the other staff as well.

This reflects in excessive sick time use and inabilities to perform certain aspects of the

job where reassignment may be necessary. If you are an administrator and you want to

save money down the road in liability losses, increase your training budgets now. Failing

to train officers properly and adequately is a potentially colossal liability issue, for the

officer, department, and community. Sending officers to additional training on a regular

basis may be the most cost-efficient decision a supervisor ever makes for police

departments. The thought of paying a week’s salary to improve the workforce is much

more appealing than paying millions for an avoidable mistake.

Another key area where training and advanced education for your officers will

benefit is employee engagement. This practice shows that officers are more office-

friendly due to newly acquired motivations. Although interdepartmental relations and

morale is important, it is not the sole basis for creating this environment. “The goal of

employee engagement is not employee engagement itself—it is a better-functioning

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organization.” (Axelrod, 2011, para. 12) Whereas improving the communications of the

agency through interdepartmental training and educational seminars is imperative,

agencies should focus on the effectiveness of the team, which should be the overall

strategy for the entire department.

Supervisors at all levels are the grease of the department, keeping the parts

moving in sync and operating smoothly. This is why police organizations must be

preparing these individuals as leaders for their teams and the eyes and ears of senior level

command staff. Supervisors, especially those on the front lines, are the key men and

women, which prepare those officers for advancement. The rising officers will be taking

their place one day so it is critical to prepare them early in their career.

Supervisors benefit from advanced education because it prepares them for

difficult situations that arise. No one wants to see someone promoted just because he/she

has “seniority.” Consequently, it is promotional mistakes that bring problems into the

department, due to lack of supervisory experience, leadership, technical expertise, or

interpersonal skills, all of which are required of supervisors. “People want leaders who

understand them and the work they do. They do not want leaders who are missing in

action.” (Axelrod, 2010, para. 6) Supervisors must know what is going on with their team

through personal contact and genuineness.

A supervisor must be able to have the pulse of his team at all times and be

available when needed. It is these characteristics, as well as others, that make a leader in

the department. Motivated leaders want more of their team and their subordinates,

including those officers that want to learn more and devote their time to applications that

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further the team. These supervisors are the ones that encourage and inspire those under

them to do more. In this way, officers must see their leaders as proactive and supportive

of their aspirations for self-improvement.

Review of Related Studies

According to Schroeder & Lombardo (2011), supervisors directly benefit in other

areas as well: better knowledge of subordinates, “extra time,” increased potential for

career advancement, and keep abreast of latest developments. (p. 169) Supervisors

become involved with their subordinates in ways that does not occur between most

personnel. For example, if a fellow officer should have depression problems or suffering

from a substance abuse issue, they can request assistance from their supervisor for

placement in an Employee Assistance Program (EAP). This builds confidence on both

ends. It shows the supervisor that the officer is willing to approach someone for help and

confide in them should they have a problem and it shows the officer that people are

willing to help should they have issues in their life arise. Supervisors who properly train

their subordinates do not have to check on their people because they have confidence in

the fact that they can perform their duties with little to no assistance. This allows

supervisors to have extra time to tackle other issues they would normally not have time to

do. Micromanaging from supervisors is a problem in most organizations anyway, due to

insecurity, control issues, or other matters. Supervisors also know whom the subordinates

are to call on for promotions in the future. In the future, supervisors can be content with

the fact that whoever takes their place can be trusted and efficient. Supervisors who

personally oversee the training of their subordinates will also see proficiency in areas and

weaknesses in others, which will allow them to work closer with that officer so that they
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improve. Lastly, training others also improves the supervisor’s skills because of the

simple fact that what you want to pass on you must know yourself. This is the same

principle as learning from someone extremely gifted in certain areas. This not only adds

to the supervisor’s confidence and state-of-mind but to the officer as well.

One of the other benefits of training allows those under the supervisor, as well as

those above, to see that the supervisor themselves are committed to the future of their

staff and the overall impact of the department. It is through training and follow-up

assessments that ensure the officers are aware, practicing, and maintaining their skills,

training, and education. Stan Slap, CEO for an international consulting firm for

organizational behavior, states the following: (Slap, 2011)

Officers receive the greatest benefit to training and advanced education, through

either specialized law enforcement schools or a college education. This training not only

allows them to stay up-to-date with new laws and legislation but also remain sharp with

new police tactics and evolving trends in criminal activities. Schroeder and Lombardo

(2016) have listed several benefits to subordinates advancing their training: “increased

security, becoming more productive, being identified as upwardly mobile, experiencing

self-motivation, and improvement in morale.” (p. 168) Officers realize that there is a need

to keep motivated in the course of their duties and therefore taking these classes will

make them more secure and confident in their ability to perform their jobs. Officers also

increase their productivity by utilizing their newly acquired skills and talents to enhance

their experiences, which ultimately boosts their self-esteem and self-motivation.

Proactive, trained officers within the department are also “upwardly mobile,” meaning

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they may be excellent candidates for promotions due to their proactive approach to

learning and applying these skills to their positions.

Officers who show that they have the potential to learn new skills and devote

themselves to certain training areas prove that they are committed to their job and the

department.

Richard Axelrod (2010) defines this type of engagement as a “psychological state

in which employees feel a vested interest in the company’s success and are both willing

and motivated to perform to levels that exceed the stated job requirements.” (p. 31) This

is exactly the style of dedication that law enforcement agencies want to see in all of their

employees. Once officers feel that they are not getting the satisfaction they desire with

their department then it only increases the chances for using their skills in a department

that encourages them to be proactive in improving themselves. Once officers realize that

their skills are not being used to their maximum potential then the department’s retention

rate decreases and turnover increases. Maintaining the training needs and the motivations

of officers is a key concept for reducing these problems and enhancing the workforce.

Engagement improves employee morale, productivity, and most importantly, happiness.

Albert Einstein once stated, “The greatest tragedy in life is when that which lives

inside a man has died while the rest lives on.” Rightfully applicable to police officers,

this simple statement shows how important it is to maintain healthy motivations and

aspirations in this field. Not only do police officers have to deal with the darker side of

human nature throughout the day, every day, but we also have to maintain a strong

relationship with our coworkers and family. Training aids an officer in learning new

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methods for stress management, build leadership, and improve relations among peers and

family. Training can help officers deal with traumatic events that happen in the line of

duty.

Constant training also helps enhance the officer and the team as a whole, which

better prepares the department for surprise incidents. Ken McGlynn, director of security

for Howard Community College in Colombia, MD, says, “Knowing that an emergency

situation could arise at any moment, it is even more important that security personnel be

as experienced and trained as possible.” (Villines, 2010, para. 19) This sharpness of mind

only advances an officer’s knowledge about special situations and prepares them for

anything. An good example is that of a toolbox. Mechanics need certain tools to do

specific jobs within their shops. If they do not have the tools and attempt to do the job

anyway, then it can cause disastrous results and then they are accountable for civil

actions as well as a ruined reputation. A police officer’s “shop” is that of the community

and requires special “tools” as well. These tools can range from interpersonal skills,

officer safety concerns, and knowledge of laws and departmental policy. Officers remain

familiarized with these aspects through regular training and education. Not only will the

officer learn from the instructor during these events but from his peers as well.

Eterno (2008) conducted one of the most fascinating and in-depth studies in law

enforcement history regarding the benefits of training and formal education in police officers.

The study deals with a sample of 258 academy candidates with the New York Police

Department in 1988-1989, each grouped into three categories of 86 persons each,

characterized in the following manner: (1) cadets (equivalent of an auxiliary/reserve officer

program with college education), (2) college graduates with no previous experience, and (3)

15
those with only high school/GED backgrounds. (Eterno, 2008, p. 4) At the end of the

academy, all of these officers were hired and their progress followed, documented, and

compiled to show the following data.

Beginning with rank, the study shows that cadets outperformed the other two groups

on the civil service exam, sergeant’s exam, and seem to rise faster in rank through the years,

with college graduates coming in next. Eterno (2018) feels this “may be due to familiarity

with the job and the civil service system” through previous training with the department. A

second factor evaluated was the use of sick time. Sick time can be a serious waste of funds

and resources for a police department, especially during peak times of the year. In the study,

college graduates used the least amount of sick time, with high school/GED graduates using

the most. Again, this shows better performance through education and training. Eterno (2018)

theorizes that this may imply that since cadets are more familiar with the policies, then they

may be able to use more and get away with it. The third factor was accumulation of Central

Personnel Index (CPI) points.

Training builds better leaders through self-improvement, self-motivation, and self-

confidence. “It’s not what leaders’ do that’s important—it’s why they do it. Leadership is a

motivation.” (Slap, 2010, 35) People become the products of their environment. This simple

concept illustrates the need for the law enforcement environment to be competent, trained,

and regularly informed. We, as officers, are not the same as when we began our careers.

D. Conroy (2010), This clearly shows that law enforcement officers evolve as years

in this field increase. The criminal element also evolves. Just like the military’s philosophy of

“adapt and overcome,” officers must do the same in daily operations that require common

sense and a solid background in police education. Officers must stay on the cutting edge of

16
technology and information so that any incident that crosses our paths, we will be prepared

and ready. Again, the tactics we used ten years ago will not work today and will not work ten

years from now. Police departments must remain comprehensive in the pursuit of new tactics

to combat the criminal element and prepare their officers mentally to be vigilant in the line of

duty.

CONCEPTUAL FRAMEWORK

Interviews on
Pro-Active
Pro-Active
Police Officers of Professional
Professional
Sibutu Municipal Development of
Development of
Police Office Sibutu Police
Police Officers of
Officers
Sibutu

Figure 1. Conceptual Framework of the Study

The above-shown figure shows the conceptual framework of the study. As

reflected in the framework, the first box is the input which are the Police Officers of

Sibutu Municipal Police Office, while the second box is the process that the researchers

need to undergo in order to arrive at the output, and this is through an interview sessions.

From the gathered data, the output on the Pro-Active Professional Development of Sibutu

Police Officers will be drawn.

17
Statement of the Problem

This study will focus on the pro-active professional development of the Police

officers of Sibutu Municipal Police Office. Particularly it will seek to answer the

following questions:

1. What is the demographic profile of the respondents

2. What trainings have they undertaken to cope up with continuous professional

development?

3. What are their plans for continuous professional development?

Scope and Delimitation of the Study

This study will only cover the responses of the police officers of Sibutu

Municipal Police Office on their pro-active professional development as law enforcers. It

will only be conducted in the Sibutu Municipal Police Station.

Significance of the Study

This study will be beneficial to the Police force as its result will help them

evaluate themselves in terms of their professional growth and progress. This way, they

will be able to undergo new trainings, enroll in post graduate programs, and learn new

skills.

It is also of benefit to the students who will soon to be professionals since it will

give them information on the importance of professional growth and development. It will

help them to pursue continuous acquisition of new knowledge, skills and trainings at an

early stage of the professional life.

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Definition of Terms

The following terms are operationally defined to provide a greater understanding

of the study.

Continuing Education – it refers to non-stop learning of new things which are related to

work, in this case, as law enforcer

Cyber Bullying – bullying that takes place over digital devices like cellphones,

computers and tablets.

Hacking – refers to activities that seek to compromise digital devices such as computers,

smartphones, tablets and even entire networks.

Pro-Active - creating or controlling a situation by causing something to happen rather

than responding to it after it has happened.

Professional Development - refers to continuing education and career training after a

person has entered the workforce in order to help them develop new skills, stay

up-to-date on current trends, and advance their career

Sibutu Police Officers – as used in this study, it refers to the police personnel assigned at

Sibutu Municipal

19
 CHAPTER II
METHODOLOGY

Research Design

This research work will be using a qualitative approach with unstructured

interview in gathering data on the pro-active professional growth of the police officers of

Sibutu Municipal Police Station. This method will help the researchers to gather data

effectively and accurately.

Research Locale

This study will be conducted at Sibutu Mnicipal Police Station. Sibutu is one of

the eleven municipalities of Tawi-Tawi. It is an island with sixteen Barangays and most

of the residents are seaweed farmers.

Research Respondents

The respondents of this study will be the police officers of Sibutu Municipal

Police Station. Complete enumeration sampling technique will be employed in selecting

them.

Research Instrument

The researchers will make use of a questionnaire checklist and audio/video

recorder in gathering data. Questionnaire checklist will be used for the demographic

profile of the respondents and audio/video recorder will be used to record the whole

interview sessions. Unstructured type of interview will be used in gathering data from the

respondents to give them freedom to answer on their own without being influenced.

20
Data Gathering Procedure

In data gathering, the researchers will first ask permission from the head police of

Sibutu Municipal Police Office. Once permission is granted, they will set the schedule of

interview base on the availability of the respondents. Once schedule is set, the researchers

will then start gathering data using unstructured interview and an audio/video recorder to

record the whole session.

Treatment of Data

The data gathered will be treated using content data analysis and percentage

distribution. Content data analysis will be used for to treat the responses of the

respondents, while percentage distribution will be used for the demographic profile.

P= x100 n
N

Where:

P = Percentage

n = individual responses

N = total number of respondents

100 = constant

References

21
Axelrod, R. (2011). All aboard?. The Conference Board Review. Retrieved 10/12/2010
from http://www.tcbreview.com/all-aboard.php

Borelli, F. (2011, March 17). Firearms training [Online Forum Comment]. Retrieved
10/29/2010 from http://www.officer.com/interactive/2010/03/17/firearms-
training/

Monier, J. (2011, February 18). Police training lacking in parts of Arkansas. Retrieved
11/02/2010 from http://www.myfoxmemphis.com/dpp/news/local/021710-police-
training-lacking-in-parts-of-arkansas

Pittaro, M. (2018). Police occupational stress and its impact on community relations.
Police Forum, 17(1). Retrieved 11/03/2010 from
http://www.sulross.edu/policeforum/docs%5Carchives
%5CVolume_17_Number_1.pdf

Slap, S. (2010, October 01). Fully committed?. Conference Board Review. Retrieved
11/11/2010 from http://www.tcbreview.com/fully-committed.php

Strom, K, et al. (2010). Building on clues: examining successes and failures in

detecting U.S. terrorist plots, 1999-2009. Institute for Homeland Security
Solutions. Retrieved 11/07/2010 from
https://www.ihssnc.org/portals/0/Building_on_Clues_Strom.pdf

Villines, J. (2010, October). Training: asset or risk. Security Magazine. Retrieved

11/02/2010

UNPUBLISHED MATERIALS

Mark De Muth, (2020). Importance of Professional Development in Law

Enforcement
Eterno, J. (2008). Homeland security and the benefits of college education: an
exploratory study of the New York City police department’s cadet corps.
Professional Issues in Criminal Justice, 3(2).

Schroeder, D., & Lombardo, F. (2006). Management and supervision of law enforcement
personnel. Charlottesville, VA: Matthew Bender & Company.

http://pnp.gov.ph/2018 PNP Anti-Cybercrime Group

http://dhrdd.pnp.gov.ph/

https://ppsc.gov.ph/11-cus-and-rtcs-profile/17-national-police-training-institute

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http://digital.bnpmedia.com/display_article.php?id=515448

Republic of the Philippines

Bangsamoro Autonomous Region in Muslim Mindanao

23
 Mahardika Institute of Technology Inc.
Ilmoh St., Lamion, Bongao, Tawi-Tawi
CRIMINOLOGY DEPARTMENT

PERMISSION LETTER

December 17, 2021

__________________
__________________
__________________

Sir:

Assalamualaikum Wa Rahmatullahi Wa Barakatuhu!

We, ALNOJER J. JAIYARI and ALI YACOB I. CANAPIT are graduating

students from the College of Criminology, Mahardika Institute of Technology Inc. who
will be conducting their thesis entitled : Pro-Active Professional Development of Police
Officers in Sibutu, Tawi-Tawi as a requirement for graduation.

With this, we are asking permission from your good office to allow us to conduct
a survey on the level of implementation of crime prevention strategies in your barangay
and from your barangay officials.

Sincerely yours,
ALNOJER J. JAIYARI

ALI YACOB I. CANAPIT

Noted by:
_______________
Adviser

Republic of the Philippines

Bangsamoro Autonomous Region in Muslim Mindanao

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 Mahardika Institute of Technology Inc.
Ilmoh St., Lamion, Bongao, Tawi-Tawi
CRIMINOLOGY DEPARTMENT

LETTER TO RESPONDENTS

December 17, 2021

Sir/Ma’am:

Assalamualaikum Wa Rahmatullahi Wa Barakatuhu!

We, ALNOJER J. JAIYARI and ALI YACOB I. CANAPIT are graduating

students from the College of Criminology, Mahardika Institute of Technology Inc. who
will be conducting their thesis entitled : Pro-Active Professional Development of Police
Officers in Sibutu, Tawi-Tawi as a requirement for graduation.

With this, we are asking your participation to allow us to distribute our

questionnaire checklist for the conduct of survey on the level of implementation of crime
prevention strategies in your barangay and from your barangay officials.

Sincerely yours,
ALNOJER J. JAIYARI

ALI YACOB I. CANAPIT

Noted by:
________________
Adviser

Republic of the Philippines

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 Bangsamoro Autonomous Region in Muslim Mindanao
Mahardika Institute of Technology Inc.
Ilmoh St., Lamion, Bongao, Tawi-Tawi
CRIMINOLOGY DEPARTMENT
SAMPLE QUESTIONNAIRE

Demographic Profile of the Respondents

Name (Optional): ________________________ Sex: _______ Marital Status:______

Number of trainings attended for the last 10 Years till present: __________

Years in Service: 1-3 Years

4-6 Years
7-9 years
10-15 Years
15 years above
Interview Guide Questions:

Pro-Active Professional Development of Police Officers of Sibutu Municipal Police

Office

1. How long have you been in service?

________________________________________________________________________
_______________________________________________________________________.

2. When did you started rendering service in Sibutu Municipal Police Station? How?
Were you assigned directly or were you transferred?
________________________________________________________________________
_______________________________________________________________________.
3. Have you enrolled in any postgraduate programs? What sort of impact do you think
this will have?
________________________________________________________________________
________________________________________________________________________
.4. Are you actively engaging the training programs for PNP? How do you think would
this affect your professional growth?
________________________________________________________________________
________________________________________________________________________

.5. What trainings or short courses have you attended for the last 10 years until present?
What makes you decide to attend such trainings?

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________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
6. What is your perception or opinion on the Pro-active professional development for
PNP? Why do you think that is?
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

TABLE OF CONTENTS

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CHAPTER I – BACKGROUND OF THE STUDY 1

Introduction 1

Review of Related Literature and Studies 4

Conceptual Framework of the Study 17

Statement of the Problem 18

Scope and Delimitation 18

Significance of the Study 18

Definition of Terms 19

CHAPTER II – METHODOLOGY 20

Research Design 20

Research Locale 20

Research Respondents 20

Research Instrument 20

Data Gathering Procedure 20

Treatment of Data 21

APPENDIX A – Bibliography

APPENDIX B – Sample Questionnaire

PRO-ACTIVE PROFESSIONAL DEVELOPMENT OF THE POLICE OFFICERS

IN SIBUTU, TAWI-TAWI

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 A Thesis Proposal
Presented to the Faculty of
Mahardika Institute of Technology Inc.
COLLEGE OF CRIMINAL JUSTICE EDUCATION
Bongao, Tawi-Tawi

BY:

ALNOJER J. JAIYARI
ALI YACOB I. CANAPIT
December 2021

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